New Horizons Computer Learning Centers of Southern California Instructor Borhan Musleh covers Lean Six Sigma at the White Belt level in this webinar, originally broadcast on March 6, 2014.

1. Lean Six Sigma
White Belt
Borhan Musleh PMP, ITIL, LSS Master
Black Belt

2. Borhan
Musleh
• Sr. Programmer Analyst (DCJS) – 14 years
• Contract programmer ( more than 50 companies and more
than 260 Applications developed)
• PMP (Project Management Professional)
• Master Black Belt in Lean Six Sigma
• ITIL V3
• Top Instructor 3 times
• M.O.S.
• MCT

3. Questions
• Please leave all your questions to the end
of the presentation. We will have a Q and
A session at the end.
• Thank you

4. Understanding
Six Sigma

5. In this section you will learn
1. What six sigma really
is?

6. In this section you will learn
2. How it can effect your
organization?

7. In this section you will learn
3. Who will
actually be
involved in the
change process

8. 1. What six sigma really is?
• 6 Sigma is a strategy:
– Improve customer satisfaction and shareholder
values
– Reducing variability in every aspect of your
business

9. Who are your Stakeholders
Stakeholders are anyone who has a vested interest in your project

10. Why use 6 Sigma?
• 6 Sigma delivers:
–
–
–
–
Customer Satisfaction
Cost Improvement results FASTER
Sustain the Improvement
Simply Put:
• For every ($1.00) Dollar you spend
• You get ($4.00) For Dollars in return

11. The Growth of Six Sigma

12. Fathers of Lean 6 Sigma

13. Yesterday’s Market

14. Today’s Market

15. Cost of Poor Quality

17. 6 Sigma Defined
Why did they call it 6 Sigma
• 3 Sigma (Historical standard) = 93.32% Perfection
• 4 Sigma (Current standard) = 99.38% Perfection
• 6 Sigma (Future standard) = 99.997% Perfection
• OR 3.4 Errors Per Million Opportunities

18. Levels Six Sigma
6 Sigma
Sigma levels
and defects
per million
opportunities
(DPMO)
5 Sigma
4 Sigma
3 Sigma
2 Sigma
3.4 Defects
233 Defects
6,210 Defects
66,807 Defects
308,537 Defects
.
.
.
.

19. Why not 3 Sigma?
•
•
•
•
•
•
•
20,000 lost articles of mail per hour
15 minutes of unsafe drinking water each day
5,000 incorrect surgical operations each week
2 short/long landing at most airports each day
200,000 wrong drug prescriptions each year
No electricity for 7 hours each month
40,500 newborn babies dropped each year

20. What does it mean!
Unsafe drinking water Almost 15 minutes each day
One minute of unsafe drinking water every seven months
5,000 incorrect surgical operations per week
1.7 incorrect surgical operations per week
2 Short or long landings at most major airports daily
One short or long landing at a major airport every 5 years
200,000 wrong drug prescriptions each year
68 Wrong drug prescriptions each year
Technology Industry: 4
Sigma
(6,000 defects per
million opportunities

21. Customer
Satisfaction
As the
6 Sigma
level
goes up
Cost
and
Cycle time
Goes
down

22. What is Lean?
• Lean concept grew out of the Toyota Production System (TPS)
(1960s)
• Lean’s goal is to eliminate all forms of waste (Muda) in process and
using employee creativity
• The currency of Lean is time
• Requires process mapping to identify our Value Stream and ID
value added and non-value added time

23. Process Improvement Model
• The GE model for process
improvement
Define
Measure
Analyze
Improve
D
M
A
I
Control
C

24. DMAIC
Control
Improve
Analyze
Measure
Define
•Critical Quality
Factors
•High Level
business
process
•Establish Baseline
•Develop process
improvement
measures
•Determine root cause
•Improvement
opportunities
•Design
•Test
•Implement
•Maintain
•Cost effective
Control
•Continuously
Improve

25. efine
re
nalyze
mprove
ontrol
• Identify and state the practical problem
• Validate the practical problem by collecting data
• Convert the particular problem to a statistical one, define
statistical goal and identify potential statistical solution
• Confirm and test statistical solution
• Convert the statistical solution to practical solution
Methodology
D
Measu
A
I
C

26. Identify
Problems
Define
Condition
Define
Determine
Causes
Measure
Develop
Solution
Long Term
Implementa
tion
Analyze
Prepare action
Plans
Implement
Improvements
Improve
Control
Verify
Results
Document, Com
municate and
check for
sustainability

27. What is 6 Sigma?
• Six Sigma has its roots as far back as 1920s with Statistical
Process Control
• Six Sigma’s goal is to understand customer needs and seeks
perfection delivered every time – Six Sigma quality: 3.5 defects
per million opportunities
• Six Sigma’s currency is consistency: reduce variation in
processes to create consistently good product/service

28. How Do Lean and Six Sigma
Work Together?
• Both require an organizational culture change on how we view work
• Lean-Six Sigma (L-SS) Logical—tight fit between the two—both with
a goal to reduce cost (waste elimination)
• Lean reduces waste; Six Sigma (then) can be used to create
perfection/consistency of value added processes
• Generally, you may wish to “lean out” a process first; and then
apply Six Sigma tools

29. The Seven Wastes (Muda)
•
•
•
•
Overproduction - making more than is necessary
Transportation (of product)
Unnecessary inventory
Inappropriate processing - too large machines, re-work,
unnecessary (non-value added) processes
• Waiting (unnecessary delay)
• Excess motion
• Defects in workmanship

30. The Eighth Waste
underutilization of
employee
minds/suggestions/talents

31. How did we do things?
• Fast Food Restaurants
• Lucy in the Chocolate Factory
• The Rise of Toyota

32. How do we do things now?

36. Poka-Yoke
• Poka-Yoke (Mistake Proofing)
• Poka-Yoke
• The 5 WHYS

37. Six Sigma White Belt
The controversial White Belt (WB) was seemingly created
out a need for a less rigorous training course than the
Yellow level. Traditionally, the Yellow Belt served as
training on the basic overview of the Six Sigma program
for support staff not fully involved in the Six Sigma
Process. It is the foundation of Six Sigma knowledge for
those who may be unsure if the program will work for
them, or who want an introduction to its most basic
principles. Note: The White Belt level is not fully
recognized by the entire six sigma community. Many
consider the Yellow Belt to be the lowest “official” six
sigma level.

38. Six Sigma Yellow Belt
Six Sigma Yellow Belt (YB) certification provides an overall insight to
the techniques of Six Sigma, its metrics, and basic improvement
methodologies. A yellow belt must know how to integrate Six Sigma
methodologies for the improvement of production and transactional
systems to better meet customer expectations and bottom-line
objectives of their organization. A Yellow Belt typically has a basic
knowledge of Six Sigma, but does not lead projects on their own.
They are often responsible for the development of process maps to
support Six Sigma projects.

39. Six Sigma Green Belt
Six Sigma Green Belt (GB) training provides participants with
enhanced problem-solving skills, with an emphasis on the
DMAIC (Define, Measure, Analyze, Improve and Control) model.
Six Sigma Green Belt certification helps an employee serve as a
trained team member within his or her function-specific area of
the organization. This focus allows the Green Belt to work on
small, carefully defined Six Sigma projects, requiring less than a
Black Belt's full-time commitment.

40. Six Sigma Black Belt
• A Six Sigma Black Belt (BB) embodies a thorough knowledge
of Six Sigma philosophies and principles (including supporting
systems and tools). A certified Black Belt exhibits team
leadership, understands team dynamics, and assigns their
team members with roles and responsibilities. They have a
complete understanding of the DMAIC/DMADV models in
accordance with the Six Sigma principles, have a basic
knowledge of lean enterprise concepts, and they can quickly
identify "non-value-added" activities.

41. Six Sigma Master Black Belt
• Another important belt level within this Methodology is the
Six Sigma Master Black Belt (MBB), who is a Black Belt with
additional training and experience. He or she has been able to
gain experience managing several projects and has a deep
expertise and knowledge base in the tools and methods of Six
Sigma.

42. Six Sigma Champions
The Six Sigma Champion (SSC) is a senior or
middle level executive whose role is choosing
and sponsoring specific projects. He or she
ensures the availability of resources.
A champion is the person on the team who
knows the business at hand inside and out as
well as the Six Sigma Methodology. They are
responsible for ensuring that whatever projects
are undertaken mesh well with the goals and
intentions of the business or corporation overall.

43. Wise people learn when they can.
Fools learn when they must.
-The Duke of Wellington